bamapie
asked on
On Termination: What To Say?
Consider this scenario:
You work at a fairly large company (> 1000 employees). A new "big wig" is hired, and a couple of years later he's suddenly released. Along the way, he's kicked off various initiatives, worked hard, probably made a few enemies, but has in general been doing a fine job according those who are his peers and his direct reports. All you know from the top-level are some vagaries like "couldn't see eye-to-eye with the senior team" and "the results weren't there" and "we're going in a different direction". The kinds of catch-phrases that belong on a Corporate Bingo game.
The company is shocked...and abuzz.
Your company decides that because of the wide-ranging influence of this individual, a general email announcement must be sent notifying everyone of his departure. You're tasked with crafting this email.
You know that you may only include the information that's appropriate and legally safe--so you naturally can't talk specifics as to why he was released.
But you also believe that the more you do say to the hundreds employees who are shocked at his sudden departure, the higher morale will be, and the less the rumor mill will churn.
What do you write in your announcement?
You work at a fairly large company (> 1000 employees). A new "big wig" is hired, and a couple of years later he's suddenly released. Along the way, he's kicked off various initiatives, worked hard, probably made a few enemies, but has in general been doing a fine job according those who are his peers and his direct reports. All you know from the top-level are some vagaries like "couldn't see eye-to-eye with the senior team" and "the results weren't there" and "we're going in a different direction". The kinds of catch-phrases that belong on a Corporate Bingo game.
The company is shocked...and abuzz.
Your company decides that because of the wide-ranging influence of this individual, a general email announcement must be sent notifying everyone of his departure. You're tasked with crafting this email.
You know that you may only include the information that's appropriate and legally safe--so you naturally can't talk specifics as to why he was released.
But you also believe that the more you do say to the hundreds employees who are shocked at his sudden departure, the higher morale will be, and the less the rumor mill will churn.
What do you write in your announcement?
ASKER CERTIFIED SOLUTION
membership
This solution is only available to members.
To access this solution, you must be a member of Experts Exchange.
SOLUTION
membership
This solution is only available to members.
To access this solution, you must be a member of Experts Exchange.
SOLUTION
membership
This solution is only available to members.
To access this solution, you must be a member of Experts Exchange.
ASKER
These are priceless answers, by the way.
It's hard to find good examples of these on the web that are anything other than CYA legalese.
I appreciate seeing *some* amount of humanity in these messages. It's disruptive to a company when these things happen--perhaps even shocking and frightening--so I think it's our job to inform, but also to show that we do have a pulse and understand that this is difficult news for the crew.
It's hard to find good examples of these on the web that are anything other than CYA legalese.
I appreciate seeing *some* amount of humanity in these messages. It's disruptive to a company when these things happen--perhaps even shocking and frightening--so I think it's our job to inform, but also to show that we do have a pulse and understand that this is difficult news for the crew.
SOLUTION
membership
This solution is only available to members.
To access this solution, you must be a member of Experts Exchange.
I agree to a point WaterStreet. But saying that someone will be missed is not an admission of wrongdoing.
In this context, I see a remote glimmer of what you mean. And in the ever litigious world we live in that's all it takes to tie up our court system for months at a time. That's why I avoided saying that in my hypothetical letter. Granted, I was kinda putting him over by saying "collective powers of all of our abilities will continue to push us forward in his absence" but that is taken from the direct information that he was a valued employee who was respected "he's kicked off various initiatives, worked hard, probably made a few enemies, but has in general been doing a fine job according those who are his peers and his direct reports.".
Anyway, I don't think this is a question that has a right and wrong answer. It all comes down to company policy. If their standard procedure is to say nothing, do nothing then that is the right thing. But if there is precedence for company announcements of people leaving (under any circumstance) then it is worthwhile having some sort of communication.
I personally think the say little approach is best. Make it known that the person no longer works here. It will prevent the situation where a former employee attempts to gain access to the building by pulling a "I forgot my key at home". While this type of social engineering attack may be particularly achievable with companies who have departments running on non-standard business hours such as 24 hour support desks, it can happen to nearly anyone.
In this context, I see a remote glimmer of what you mean. And in the ever litigious world we live in that's all it takes to tie up our court system for months at a time. That's why I avoided saying that in my hypothetical letter. Granted, I was kinda putting him over by saying "collective powers of all of our abilities will continue to push us forward in his absence" but that is taken from the direct information that he was a valued employee who was respected "he's kicked off various initiatives, worked hard, probably made a few enemies, but has in general been doing a fine job according those who are his peers and his direct reports.".
Anyway, I don't think this is a question that has a right and wrong answer. It all comes down to company policy. If their standard procedure is to say nothing, do nothing then that is the right thing. But if there is precedence for company announcements of people leaving (under any circumstance) then it is worthwhile having some sort of communication.
I personally think the say little approach is best. Make it known that the person no longer works here. It will prevent the situation where a former employee attempts to gain access to the building by pulling a "I forgot my key at home". While this type of social engineering attack may be particularly achievable with companies who have departments running on non-standard business hours such as 24 hour support desks, it can happen to nearly anyone.
SOLUTION
membership
This solution is only available to members.
To access this solution, you must be a member of Experts Exchange.
cdbosh,
Nice posting.
Nice posting.
SOLUTION
membership
This solution is only available to members.
To access this solution, you must be a member of Experts Exchange.
SOLUTION
membership
This solution is only available to members.
To access this solution, you must be a member of Experts Exchange.
Scott,
"In a potential lawsuit, this could be taken as showing that "Pat Quinn" was a "well-performing" employee and thus deserves compensation for being "unfairly dismissed".
Maybe -- if the dismissal was over poor performance, but not if it was about some wrong doing.
"In a potential lawsuit, this could be taken as showing that "Pat Quinn" was a "well-performing" employee and thus deserves compensation for being "unfairly dismissed".
Maybe -- if the dismissal was over poor performance, but not if it was about some wrong doing.
Would imagine that if Phil, or Pat, did have strong supporters, and there were management issues that warranted immediate action, then those supporters would possibly have a few insights as to where the issues really where. And with strong support from the floor, then would also imagine that the Phil / Pat disciples would have the means and wherewithal to make contact.
So, best not to enter into any such references at a personal level, other than assurances, and that the departure is decisive, was the best decision at this time, there is a plan in place, the company looks forward to growing and prospering in these challenging times.
There is nothing more "ex" than an ex-employee and you want to be recognised as being part of the company, not part of the "ex". And if it was controversial, or possibly a poor decision by management, then, definitely do not want management to have any reason to get narky. Nor do you need employees to read in any conspiracy theories, or start the rot with rumour mongering. And for the greater glory of the company really need to support (and be seen to support) the corporate decision in an open forum like a company wide e-mail.
That's why best not to make any references. And best represented in that last point picked out by scottpletcher from cdbosh posting - make it two sentences and leave out the first (which makes personal reference)...
ie : "If you have any questions regarding business matters during this transition, please speak to your manager or HR representative."
But, wondering why it is now your responsibility, or, are you just adopting it ? Might even be best to let it slide. Would imagine (maybe) the person taking over (in a smaller, less formal shop) would be publishing new found success, at least in the absence of senior management representation, especially if they think it unnecessary and have confidence in appointing the "new person" to that role - that is who I would be lobbying to send the e-mail...
ASKER
I don't think I've ever kicked off a thread this interesting.
I'm still going to meet with my boss's boss's boss within a few days (an ice storm hit here today, so who knows). I want us to be the kind of company that DOES find SOMEthing to say when we do this.
I think when you hire someone VERY highly placed and dismiss them 2 years later, you need to send that notice. I think to say nothing leaves folks to fill in the blanks with crap.
I think not saying anything, in MY situation, risks.
(1) Appearing ashamed or sheepish about the decision. "Let's just get this over with...then let us never speak of this again..."
(2) Appearing "not together" on the decision. "It was Bob that wanted this guy gone. Why should I have to tell the team? He was the one that pushed this."
(3) Appearing weak. "I don't have a smooth way of spinning this...it'd be too much trouble."
I'm being over-simple, sure. But I really believe--I KNOW--that being silent on this is completely out of my company's character. We pride ourselves in doing much of what we do--even strategic plans--"in the open". To shush this up is very inconsistent with who we say we are.
I'm still going to meet with my boss's boss's boss within a few days (an ice storm hit here today, so who knows). I want us to be the kind of company that DOES find SOMEthing to say when we do this.
I think when you hire someone VERY highly placed and dismiss them 2 years later, you need to send that notice. I think to say nothing leaves folks to fill in the blanks with crap.
I think not saying anything, in MY situation, risks.
(1) Appearing ashamed or sheepish about the decision. "Let's just get this over with...then let us never speak of this again..."
(2) Appearing "not together" on the decision. "It was Bob that wanted this guy gone. Why should I have to tell the team? He was the one that pushed this."
(3) Appearing weak. "I don't have a smooth way of spinning this...it'd be too much trouble."
I'm being over-simple, sure. But I really believe--I KNOW--that being silent on this is completely out of my company's character. We pride ourselves in doing much of what we do--even strategic plans--"in the open". To shush this up is very inconsistent with who we say we are.
ASKER
Let me be clear--I'm not talking about THIS time, about THIS termination. That ship has sailed.
My goal is to help my company get this right NEXT time.
My goal is to help my company get this right NEXT time.
bamapie,
"My goal is to help my company get this right NEXT time."
In THEIR eyes, the definition of RIGHT is what THEY say it is. So be careful
and
You need to consider the Golden Rule of business: He who has the gold makes the rule.
regards
"My goal is to help my company get this right NEXT time."
In THEIR eyes, the definition of RIGHT is what THEY say it is. So be careful
and
You need to consider the Golden Rule of business: He who has the gold makes the rule.
regards
ASKER
Ha! Thanks for that. Yeah, I'm trying to pick battles wisely, but I really think that it was cowardice or shame that prevailed last week.
bamapie, your comment :
>>I KNOW--that being silent on this is completely out of my company's character. We pride ourselves in doing much of what we do--even strategic plans--"in the open". To shush this up is very inconsistent with who we say we are<<
is probably the item for discussion in terms of corporate image, positioning the decision, and employee morale (use terms like pride rather than morale).
there are quite a few links on the way up to your boss's, boss's, boss and that can mean a lot of noses out of joint if you do not have support. be sure to wrap it up in positive, go forward suggestions (just fractionally short of solutions, not definitely not questions), and representing the best interests...
>>I KNOW--that being silent on this is completely out of my company's character. We pride ourselves in doing much of what we do--even strategic plans--"in the open". To shush this up is very inconsistent with who we say we are<<
is probably the item for discussion in terms of corporate image, positioning the decision, and employee morale (use terms like pride rather than morale).
there are quite a few links on the way up to your boss's, boss's, boss and that can mean a lot of noses out of joint if you do not have support. be sure to wrap it up in positive, go forward suggestions (just fractionally short of solutions, not definitely not questions), and representing the best interests...
Cowardice or shame ? Could also be anger or outrage ?
becareful playing politics if you have a predertimined thought or disposition. Best way to play politics is to have none - and they happen to be the most dangerous... Leaves you agile and open to front up any battle.
becareful playing politics if you have a predertimined thought or disposition. Best way to play politics is to have none - and they happen to be the most dangerous... Leaves you agile and open to front up any battle.
bamapie,
Think of what you have to gain through that discussion in balance with what you have to loose.
By making yourself stand-out in this, I only see potential loss and no gain for you.
That's my opinion not knowing your exact situation, and the personalities, relationships and corporate culture involved.
Think of what you have to gain through that discussion in balance with what you have to loose.
By making yourself stand-out in this, I only see potential loss and no gain for you.
That's my opinion not knowing your exact situation, and the personalities, relationships and corporate culture involved.
Just following on from WaterStreet's comment...
In that meeting with the Boss's, Boss's, Boss there is every reason to believe that they being part of the hierarchy would be in the "know" as to the reasons and wherefores behind the decision. And if normally open and communicative, with this being the exception that proves that rule, then there is obviously a lot more to it.
Are you really sure you want to use this as a basis or an example for process improvement - it really might be just an exceptional decision that really should be left alone. Especially if other decisions are normally shared...
The reasons to jump two levels the chain of command can be construed as "no confidence" in the management hierarchy - regardless of the agenda - and not the best way to impress your Boss.
In that meeting with the Boss's, Boss's, Boss there is every reason to believe that they being part of the hierarchy would be in the "know" as to the reasons and wherefores behind the decision. And if normally open and communicative, with this being the exception that proves that rule, then there is obviously a lot more to it.
Are you really sure you want to use this as a basis or an example for process improvement - it really might be just an exceptional decision that really should be left alone. Especially if other decisions are normally shared...
The reasons to jump two levels the chain of command can be construed as "no confidence" in the management hierarchy - regardless of the agenda - and not the best way to impress your Boss.
ASKER
Oh, I've spoken with the first 2 levels. They're pushing me to go on and speak my piece, saying that it can only improve us. Hope that's true...
No, I would never run this up the chain without checking further down the totem pole first. That's a great way to burn some bridges. No one likes surprises.
No, I would never run this up the chain without checking further down the totem pole first. That's a great way to burn some bridges. No one likes surprises.
Well, wish you luck with that, and probably need to focus discussions on why it is important. I am sure you have enough information from the above postings to build both content and the reasons why...
Let us know how you get on...
Let us know how you get on...
SOLUTION
membership
This solution is only available to members.
To access this solution, you must be a member of Experts Exchange.
SOLUTION
membership
This solution is only available to members.
To access this solution, you must be a member of Experts Exchange.
SOLUTION
membership
This solution is only available to members.
To access this solution, you must be a member of Experts Exchange.
Hmm, I can't get behind this one, bhenderson.
"In light of the competition that our company faces, and the challenges of the marketplace we need to stay focused, inspired and committed to our goals, and with limited budgets and multiple talented human resources choices are made that sometimes create situations where the goals and aspirations and abilities of the individual and the goals, aspirations, budget and needs of the company are no longer completely in sync."
Way, way too wordy attempt to say that there was a "business decision" involved in the guy's termination. You have to remember that corporate correspondence should aim for an 8th- to 9th-grade reading level.
I think this much content will flow right over the head's of most employees.
I also think that you've heaped way too much praise on the guy, especially if the termination is not voluntary.
But that is just one man's opinion...
"In light of the competition that our company faces, and the challenges of the marketplace we need to stay focused, inspired and committed to our goals, and with limited budgets and multiple talented human resources choices are made that sometimes create situations where the goals and aspirations and abilities of the individual and the goals, aspirations, budget and needs of the company are no longer completely in sync."
Way, way too wordy attempt to say that there was a "business decision" involved in the guy's termination. You have to remember that corporate correspondence should aim for an 8th- to 9th-grade reading level.
I think this much content will flow right over the head's of most employees.
I also think that you've heaped way too much praise on the guy, especially if the termination is not voluntary.
But that is just one man's opinion...
To Dan, here are my responses to your hypotheticals:
1. (i.e. egregious transgression of conduct) I would do it pretty much the same, but with no account for prior value:
Now, the boss doing the firing will probably be reluctant to offer any accolades for the person they just sent packing. If the boss is writing the memo, it may end up looking like the "transgression" notice above. But if there is some admin or whatnot collecting the info from the boss, then they should probe some and convince the boss that being the "bigger person" and not holding a grudge is the right thing to do.
1. (i.e. egregious transgression of conduct) I would do it pretty much the same, but with no account for prior value:
"Effective m/d/y, Pat Quinn is no longer employed with XYZ Co. A search for a replacement has begun, but in the interim Alex Foster will assume all of Pat's responsibilities.
"Please respect Pat's privacy in this decision, however, if you do have questions regarding business matters during this transition, please speak to your manager or HR representative."
2. (i.e. a cultural "no fit") I would do this one exactly the same as my first example on 1/23. Most terminations for culture take a little while to build - it isn't normally just one disagreement that results in the axe (well, at least in companies where I've worked). So, the person will probably again have accomplishments and supporters to acknowledge, however briefly."Please respect Pat's privacy in this decision, however, if you do have questions regarding business matters during this transition, please speak to your manager or HR representative."
Now, the boss doing the firing will probably be reluctant to offer any accolades for the person they just sent packing. If the boss is writing the memo, it may end up looking like the "transgression" notice above. But if there is some admin or whatnot collecting the info from the boss, then they should probe some and convince the boss that being the "bigger person" and not holding a grudge is the right thing to do.
Seems to be getting very far away from the informative circular that was asked for.
beh has the message in there somewhere, but wrapped in so much corporate waffle that many people will not bother to read it. If it had been sent by someone other than top level management then it looks as if the legal department were standing behind them as they created it.
cdb, your "Effective m/d/y, Pat Quinn is no longer employed with XYZ Co." looks like it was created by a machine.
ie. someone in personnel has clicked the 'terminate' button and this was fired off on an 'insert name here' basis.
The earlier post from citygat was worded in a much more conversational way, it sounds as if it was written especially to inform everybody that the employee has left. With the second sentence adjusted to remove any possible legal obstacles and a mention of who to contact in his place I think it does the job perfectly.
The management take many opportunities to say how the company is going to 'move forward' , focus' and 'stay committed to goals', and I don't believe that a short note informing that someone is leaving is the place for this.
beh has the message in there somewhere, but wrapped in so much corporate waffle that many people will not bother to read it. If it had been sent by someone other than top level management then it looks as if the legal department were standing behind them as they created it.
cdb, your "Effective m/d/y, Pat Quinn is no longer employed with XYZ Co." looks like it was created by a machine.
ie. someone in personnel has clicked the 'terminate' button and this was fired off on an 'insert name here' basis.
The earlier post from citygat was worded in a much more conversational way, it sounds as if it was written especially to inform everybody that the employee has left. With the second sentence adjusted to remove any possible legal obstacles and a mention of who to contact in his place I think it does the job perfectly.
The management take many opportunities to say how the company is going to 'move forward' , focus' and 'stay committed to goals', and I don't believe that a short note informing that someone is leaving is the place for this.
OK a few different e-mails rather than corporate waffle (though this is political, which is why the question was raised)... And to the contrary, I believe the whole motive behind such emails (other than the first one below) is to reassure remaining staff that there are plans and will move forward. To that extent, there is no one email that suits all occasions.
1) Non controversial resignation - natural attrition of a valued employee
On 01 Jan 2009, Phil tendered his resignation having accepted a position with a new company.
Phil has contributed a great deal to our successes to date and has helped pave the way to guarantee future success.
Phil has agreed to stay with us until the end of month to handover current work to Pat who will assume a caretaker role until we can appoint a replacement.
We will have drinks in the boardroom at 4:00pm on 30th Jan 2009 to say goodbye to Phil and wish him well in his new pursuits.
In the meantime, please contact Pat directly regarding any of the work that Phil has been involved with.
2) Slightly more formal, and a little reactive, unknown as to circumstances
As of 01 Jan 2009, Phil has left our company to seek career opportunities elsewhere.
Pat will take over temporarily until such time that a permanent replacement has been formally appointed.
Pat has been fully briefed and will be seeking your help, inputs and cooperation to ensure a smooth transition.
We would like to promote from within our own ranks, and look forward to making an announcement soon.
In the meantime, please contact Pat directly should you have any questions.
Regards,
3) Opportunistic if an appointment has been made likely to have been unexpected and unknown as to circumstances - aka distraction...
As of 01 Jan 2009, Phil has left our company to seek career opportunities elsewhere.
Pat has now been promoted to <insert role here>. Pat's first priority is to ensure the continuity of delivering the finest products and services to our customers.
Of course, the success of this Company is dependant on each and everyone of you, and we will need your ongoing support and cooperation during this transition.
This is an exciting new challenge for Pat and I am sure you will join me in congratulating Pat as he embarks on furthering his career with us.
Regards,
4) Abrubt - don't ask...
Company Confidential
Just to inform you all that as of 01 Jan 2009 Phil has left the company.
This was not an easy decision for either party, but after lengthy discussions was agreed to be the correct decision at this time.
Work assignments and restructuring has commenced and we will keep you informed.
5) DanRollin's dilemma No. 1 - from the Owner
Changes to the management Team.
Over the past X years, Phil and I have had lengthy debates about strategies and corporate decisions.
Phil has even mown the lawns and trimmed the hedges at my home whilst I have been away on the various business trips.
Our Customers have much enjoyed the frequent trips to the Bahama's that Phil would always arrange.
Well, as it turns out, I do not like having my decisions questioned, and the home help had more to do with harvesting bush than gardening, and those Customers were only known personally to Phil.
Consequently, Phil no longer works for us, pre-nuptial clause 5 has been enacted, and we will save more than a million dollars on travel this year alone, and we will enjoy a Company Wide Conference in the Bahamas for the already paid for trip in March. Good news all round I would say.
Does anyone else want to question me ?
regards
1) Non controversial resignation - natural attrition of a valued employee
On 01 Jan 2009, Phil tendered his resignation having accepted a position with a new company.
Phil has contributed a great deal to our successes to date and has helped pave the way to guarantee future success.
Phil has agreed to stay with us until the end of month to handover current work to Pat who will assume a caretaker role until we can appoint a replacement.
We will have drinks in the boardroom at 4:00pm on 30th Jan 2009 to say goodbye to Phil and wish him well in his new pursuits.
In the meantime, please contact Pat directly regarding any of the work that Phil has been involved with.
2) Slightly more formal, and a little reactive, unknown as to circumstances
As of 01 Jan 2009, Phil has left our company to seek career opportunities elsewhere.
Pat will take over temporarily until such time that a permanent replacement has been formally appointed.
Pat has been fully briefed and will be seeking your help, inputs and cooperation to ensure a smooth transition.
We would like to promote from within our own ranks, and look forward to making an announcement soon.
In the meantime, please contact Pat directly should you have any questions.
Regards,
3) Opportunistic if an appointment has been made likely to have been unexpected and unknown as to circumstances - aka distraction...
As of 01 Jan 2009, Phil has left our company to seek career opportunities elsewhere.
Pat has now been promoted to <insert role here>. Pat's first priority is to ensure the continuity of delivering the finest products and services to our customers.
Of course, the success of this Company is dependant on each and everyone of you, and we will need your ongoing support and cooperation during this transition.
This is an exciting new challenge for Pat and I am sure you will join me in congratulating Pat as he embarks on furthering his career with us.
Regards,
4) Abrubt - don't ask...
Company Confidential
Just to inform you all that as of 01 Jan 2009 Phil has left the company.
This was not an easy decision for either party, but after lengthy discussions was agreed to be the correct decision at this time.
Work assignments and restructuring has commenced and we will keep you informed.
5) DanRollin's dilemma No. 1 - from the Owner
Changes to the management Team.
Over the past X years, Phil and I have had lengthy debates about strategies and corporate decisions.
Phil has even mown the lawns and trimmed the hedges at my home whilst I have been away on the various business trips.
Our Customers have much enjoyed the frequent trips to the Bahama's that Phil would always arrange.
Well, as it turns out, I do not like having my decisions questioned, and the home help had more to do with harvesting bush than gardening, and those Customers were only known personally to Phil.
Consequently, Phil no longer works for us, pre-nuptial clause 5 has been enacted, and we will save more than a million dollars on travel this year alone, and we will enjoy a Company Wide Conference in the Bahamas for the already paid for trip in March. Good news all round I would say.
Does anyone else want to question me ?
regards
Robin, while I agree that citygat's sounded more "conversational", there is also a reason that form letters sound like form letters - they have specific, repeatable information to convey.
Citygat's missed a few critical elements - and I listed the reasons for each part of the form in my post. I even added, in response to Dan, why the section on accomplishments might be cut out in the case of termination for egregious cause.
Again, just from my perspective, which is about 20 years in corporate cultures (i.e. I've never worked for small companies), this is the kind of communication that is used: a form letter.
Why would you want to re-invent this every time, anyway? Sure, you tweak it for each use, especially when a beloved long-timer decides to resign, but you have to start with a consistent skeleton and stick to some "tweak" guidelines. The tweaks are what personalize it make it more conversational - but you first have to hit all of the facts.
A form ensures that critical information is not overlooked (i.e. who's taking over and when), and protects the company from saying too much.
But I also agree with you that these communications are no place for management double-speak, buzzwords, or "inspiration". They need to be short and 100% focused on the business material: someone left (or will leave) on a certain date, and someone else is in charge of those duties. Anything else is "window dressing", that should only be used in measure with the person's impact and the conditions under which they left.
Citygat's missed a few critical elements - and I listed the reasons for each part of the form in my post. I even added, in response to Dan, why the section on accomplishments might be cut out in the case of termination for egregious cause.
Again, just from my perspective, which is about 20 years in corporate cultures (i.e. I've never worked for small companies), this is the kind of communication that is used: a form letter.
Why would you want to re-invent this every time, anyway? Sure, you tweak it for each use, especially when a beloved long-timer decides to resign, but you have to start with a consistent skeleton and stick to some "tweak" guidelines. The tweaks are what personalize it make it more conversational - but you first have to hit all of the facts.
A form ensures that critical information is not overlooked (i.e. who's taking over and when), and protects the company from saying too much.
But I also agree with you that these communications are no place for management double-speak, buzzwords, or "inspiration". They need to be short and 100% focused on the business material: someone left (or will leave) on a certain date, and someone else is in charge of those duties. Anything else is "window dressing", that should only be used in measure with the person's impact and the conditions under which they left.
ASKER
Hey, WaterStreet, I'm going to post maybe once more on this, then award points.
After that, could I delete this question? I'd really rather this particular thread not be stumbled upon.
This has been fantastic, and I just cannot thank the folks enough who particpated.
After that, could I delete this question? I'd really rather this particular thread not be stumbled upon.
This has been fantastic, and I just cannot thank the folks enough who particpated.
The question should not be deleted. Perhaps it should not have been posted though. You asked for input on what should be said in the case of a termination and a lot of people posted a lot of ideas.
ASKER
I don't regret asking the question. If it can't be deleted, then it can't.
cdbosh - agreed with your last post right up to the last paragraph.
While "double-speak" should be avoided, there is one and only one reason to send out an e-mail - for those who are left.
The "ex" has gone, or is about to go. If gone, then the ONLY beneficiaries of such an e-mail are the current workforce for whom you want to share information and re-assure. If sending out the e-mail prior to departure, then most likely an amicable divorce, and let everyone know it is a departure of friends.
While it is probably a "form" letter, then it also needs to cater for various circumstances, so is more like a template than an "<insert name here>" and must achieve certain goals for the company.
By far the best and happiest places to work is when the general staff is "alive", "committed", "passionate" - you do not get that environment without respect, inspiration and trust in your management heirarchy. Part of that formula of good management is highly effective communications so that the "floor" feels very much a part of, and influencial in helping make the company a success. The easiest way is to take a potentially negative situation and turn it around. That does mean a bit of company "buzz" so long as it is not bullshit.
While "double-speak" should be avoided, there is one and only one reason to send out an e-mail - for those who are left.
The "ex" has gone, or is about to go. If gone, then the ONLY beneficiaries of such an e-mail are the current workforce for whom you want to share information and re-assure. If sending out the e-mail prior to departure, then most likely an amicable divorce, and let everyone know it is a departure of friends.
While it is probably a "form" letter, then it also needs to cater for various circumstances, so is more like a template than an "<insert name here>" and must achieve certain goals for the company.
By far the best and happiest places to work is when the general staff is "alive", "committed", "passionate" - you do not get that environment without respect, inspiration and trust in your management heirarchy. Part of that formula of good management is highly effective communications so that the "floor" feels very much a part of, and influencial in helping make the company a success. The easiest way is to take a potentially negative situation and turn it around. That does mean a bit of company "buzz" so long as it is not bullshit.
@bamapie : talk to a moderator - they might be able to help somehow else - maybe changing identity, or editting out a word or three which might be too revealing... changing time zones, or something - not sure what but they do have enormous capability - mind you they are very busy people much in demand, and you will have to make it easy for them - ie need to identify what might expose you pretty accurately.
Nothing wrong with a little bit of bullshit in a notification of an employee "Leaving" It is a eulogy and you never want to speak ill of the dead or recently unemployed. I've never seen an obit notifying me about the passing of a son of a bitch of a father who beat his wife and didn't support his children. There are plenty of such people out there, but in their passing they are all loving fathers who will be sorely missed.
The reason for a persons separation might be valid, but companies are wise to be generous in their descriptions of an employee who is "Moving to new opportunities" Terminations create fear, and fear creates panic and that can lead to the loss of the employees you want to keep. Writting a nice email about the person reassures other employees that this person is most likely going to get a great reference and land on their feet. If the company has no respect for the employee who is leaving how much respect do they have for you?
Obits show respect and Term notifications should show a little respect because that is reassuring to the employees who remain. Company xyz greatly respects it's employees and they do not fire them and then speak ill of them, leaving them with horrible future prospects, so it is safe to stay with company xyz put down the want ads.
The reason for a persons separation might be valid, but companies are wise to be generous in their descriptions of an employee who is "Moving to new opportunities" Terminations create fear, and fear creates panic and that can lead to the loss of the employees you want to keep. Writting a nice email about the person reassures other employees that this person is most likely going to get a great reference and land on their feet. If the company has no respect for the employee who is leaving how much respect do they have for you?
Obits show respect and Term notifications should show a little respect because that is reassuring to the employees who remain. Company xyz greatly respects it's employees and they do not fire them and then speak ill of them, leaving them with horrible future prospects, so it is safe to stay with company xyz put down the want ads.
Editing of bamapie's posts to remove identifying details would be fine.
I would like to see this thread kept though as there are many useful and interesting comments.
I would like to see this thread kept though as there are many useful and interesting comments.
I'd suggest you just change Bampies name to protect the innocent. KilgoreTrout?
Mark, BEH, I hope I didn't convey that any such termination messages should be disrespectful. And of course the messages are for those left behind - but what they need to know first and foremost is that a person is gone and somebody else is doing their job.
I just feel that the degree to which the "obit pays respect to the departed" is commensurate with the impact, or legacy, of the person and the conditions under which they departed.
That's all. I don't believe anyone should be "ragged out" when they leave, for any reason, but I also don't feel someone needs to be extolled if they were caught stealing from the till.
I don't think it is a black-or-white situation (i.e. strict form v. custom-crafted). This is where tweaking of the form comes in. I just believe that you should start with a form, then let your judgment take you from there.
Anyway, I know I'm played out on this . . . points and closure, please?
I just feel that the degree to which the "obit pays respect to the departed" is commensurate with the impact, or legacy, of the person and the conditions under which they departed.
That's all. I don't believe anyone should be "ragged out" when they leave, for any reason, but I also don't feel someone needs to be extolled if they were caught stealing from the till.
I don't think it is a black-or-white situation (i.e. strict form v. custom-crafted). This is where tweaking of the form comes in. I just believe that you should start with a form, then let your judgment take you from there.
Anyway, I know I'm played out on this . . . points and closure, please?
cdbosh : agree on all counts, and I think this best demonstrates how the written, electronic medium can be a difficult way to convery sentiment. I never thought you were being disrepectful in any messages. Possibly the only area was using this as an opportunity to say "yay team" for the greater good of staff morale and general corporate health for all those who, more often than not, are the real assets of the company.
And for my final post...
There are tons of HR sites out there - a lot you do need to join before they give you the real goods ( HR seems to be a bit of a close-knit community), but things like : "Steps you can take to keep productivity and morale high when you fire an employee" (3/4 way down on http://hrcafe.typepad.com/my_weblog/hrterminations/ ) are around for free. And being able to quote experts or published articles will help your discussion with the Boss's Boss's Boss.
And a quick thankyou for your question, have enjoyed this thread...
Good luck and let us know the outcome.
And for my final post...
There are tons of HR sites out there - a lot you do need to join before they give you the real goods ( HR seems to be a bit of a close-knit community), but things like : "Steps you can take to keep productivity and morale high when you fire an employee" (3/4 way down on http://hrcafe.typepad.com/my_weblog/hrterminations/ ) are around for free. And being able to quote experts or published articles will help your discussion with the Boss's Boss's Boss.
And a quick thankyou for your question, have enjoyed this thread...
Good luck and let us know the outcome.
bamapie,
I submitted your concern to the Moderators for their advice using the Request Attention button above. (anyone can do that, by the way, when admin help is needed)
I submitted your concern to the Moderators for their advice using the Request Attention button above. (anyone can do that, by the way, when admin help is needed)
This is the reply I received regarding the deletion concern.
WaterStreet,
I can't think of any valid reason for deleting that question.
It was properly asked and responded to by all participants - and as a 'Corporate Member' - bamapie must have been aware of the potential viewing by other members of his company.
Beyond that, the question (and all other questions' on EE) has been 'cached' by every search engine out there, so deleting it now will have no effect.
Vee_Mod
Experts Exchange Moderator
WaterStreet,
I can't think of any valid reason for deleting that question.
It was properly asked and responded to by all participants - and as a 'Corporate Member' - bamapie must have been aware of the potential viewing by other members of his company.
Beyond that, the question (and all other questions' on EE) has been 'cached' by every search engine out there, so deleting it now will have no effect.
Vee_Mod
Experts Exchange Moderator
ASKER
This very thing happened at my company recently...except that our company never issued any statement.
I took issue with this, with my higher-ups. They seem to think "saying nothing is better"; I disagree. Even if the statement is curt, anything is better than nothing, in my opinion.
I'm meeting with one of these higher-ups next week, and I just wanted to see what others would say in their notice.
I'm basically trying to dispel the notion that "you can't say anything", or that "the email would be able to say so little, that it's not even worth doing".